成人大片

After completion of this course a student will have learned to:

1. Understand the economic importance and concepts of international entrepreneurship in theory and practice, and how entrepreneurship relates to innovation in a globalised environment.
2. Identify the attitudes, values, characteristics, behaviour, and processes associated with successful international entrepreneurship.
3. Recognise the role of the entrepreneur in the new enterprise creation and creating value with international activity.
4. Describe the ways in which entrepreneurs identify opportunity internationally, communicate value, and manage risk.
5. Understand challenges and application of entrepreneurial activities being cognisant of domestic and international legal, social, political, economic, ethical, and cultural issues.
6. Understand different sources of funding of new international activities.
7. Identify new international venture opportunities.
8. Understand the ways to acquire knowledge, partnership, networks and building alliances for creating value internationally.

No text book is required. Refer to readings and case studies.

Readings
The following list of readings replaces a prescribed text for the course and key texts will be made available through the online course site. You will be referred to further resources within class and on the course website.

Reading 1: Robert D. Hisrich (2012). Entrepreneurship: Starting, Developing, and Managing a Global Venture, Second Edition. SAGE Publications. Chapter 1-3, 6

Reading 2: Timmons, Jeffry A., Gillin, L. M., Burshtein, S., and Spinelli, Stephen Jr. (2011). New Venture Creation: Entrepreneurship for the 21st Century – A Pacific Rim Perspective, 1st Edition. McGraw-Hill Irwin. Chapter 2,3,13

Reading 3: Timmons, Jeffry A. and Spinelli, Stephen Jr. (2009). New Venture Creation: Entrepreneurship for the 21st Century, 8th edition. McGraw-Hill Irwin, Boston. Chapter 3, 4

Reading 4: P.P. McDougall, B.M. Oviatt & R.C. Shrader (2003), ‘A comparison of international and domestic new ventures’, Journal of International Entrepreneurship, 1, 59-82.

Reading 5: P. Dimitratos, J. Johnson, J. Slow and S. Young (2003), ‘Micromultinationals: New types of firms for the global competitive landscape’, European Management Journal, 9 (2), 30-43.

Reading 6: DANIEL J. ISENBERG; Harvard Business Review December 2008, 107-111

Other readings will be referred to in lectures or online:

Journals:
• Journal of Business Venturing
• Entrepreneurship Theory and Practice
• Academy of Management Review
• Journal of Small Business and Entrepreneurship
• Venture Capital
• Small Business Economics
• Journal of Marketing Research
• International Journal of Research in Marketing
• Harvard Business Review
• Journal of International Marketing,
• International Business Review
• Management International Review

Other Publications:
• The Economist
• Fortune
• Business Review Weekly
• Australian Financial Review

Other Readings/Texts of Interest:

Atrill, P, McLaney, E. and Harvey, D. 2003. Accounting: An Introduction. 2nd ed. Prentice Hall.

Barringer, Bruce R. & Ireland, R. Duane c2008 [i.e. 2007], 'Building a new-venture team', in Entrepreneurship: successfully launching new ventures, 2nd ed., Pearson/Prentice Hall, Upper Saddle River, NJ, pp. 254-267.

Bessant, J. (2003) High Involvement Innovation: Building and Sustaining Competitive
Advantage Through Continuous Change. Chicester: John Wiley & Sons.

Buzan, Tony & Buzan, Barry 1995, 'Ch. 8 From brainstorming to mind mapping -- Ch. 9 Mind mapping', in Buzan, Tony & Buzan, Barry, The mind map book, Rev. ed., BBC Books, London, pp. 79-90.

Drucker, P. (1999) Innovation and Entrepreneurship, Butterworth Heinemann, Oxford. Fagerberg, J, Mowery, DC and Nelson, RR (2005) The Oxford Handbook of Innovation, Oxford University Press, NY.

Deakins, David & Freel, Mark 2006, 'The entrepeneur : concepts and evidence', in Entrepreneurship and small firms, 4th ed., McGraw-Hill Education, Maidenhead, pp. 1-24.

Fagerberg, J, Mowery, DC and Nelson, RR (2005) The Oxford Handbook of Innovation, Oxford University Press, NY.

Freeman, S. & S.T. Cavusgil (2007) ‘Entrepreneurial Strategies for Accelerated Internationalization of Smaller Born Globals’, Journal of International Marketing, Vol. 15, No. 4, pp. 1-40.

Freeman, S., Hutchings, K., Lazarius, M. & Zyngier, S. (2010) “A Model of Rapid Knowledge Development: The Smaller Born-global firm”, International Business Review, Vol. 19, No. 1, pp. 70-84.
Freeman, S., Hutchings, K., & Chetty, S. (2012) ‘Born-globals and Culturally Proximate Markets’, Management International Review, Vol. 52, No. 3, pp. 425-460

Freeman, S., R. Edwards, & Schroder, B. (2006) ‘How Smaller Born-global Firms Use Networks and Alliances to Overcome Constraints to Rapid Internationalization’ Journal of International Marketing, Vol. 14, No. 3, pp. 33-63.

Hisrich, Robert D., Peters, Michael P. & Shepherd, Dean A. 2010, 'Entrepreneurial strategy: generating and exploiting new entries', in Entrepreneurship, 8th ed., McGraw-Hill/Irwin, New York, NY, pp. 64-90.

Hatten, Timothy S. c2006, 'Small business finance', in Small business management: entrepreneurship and beyond, 3rd ed., Houghton Mifflin Co., Boston, pp. 249-259.

Hisrich, R.D., Peters, M.P., and Shepherd, D. (2008) Entrepreneurship, McGraw-Hill Irwin, Boston.

Kuemmerle, W. (2005), ‘The entrepreneur’s path to global expansion’, MIT Sloan Management Review, 46, (2), pp. 42-49.

Longenecker, Justin Gooderl, Moore, Carlos W., Petty, J. William & Palich, Leslie E. c2006, 'The financial plan, part 2: finding sources of funds', in Small business management : an entrepreneurial emphasis, 13th ed. /, Thomson/South-Western, Mason, OH, pp. 236-249.

Mazzarol, Tim 2006, 'Entrepreneurs versus owner-managers: theories of new venture creation', in Small business management : an applied approach, 1st ed., Tilde University Press, Prahan, Vic., pp. 27-61.

Moore, Geoffrey, (1999) Crossing the Chasm, Harper & Collins.

Oviatt, B & P.P. McDougall (1995), ‘Global start-ups: Entrepreneurs on a worldwide global stage’, Academy of Management Executive, 9 (2), 30-43.

Porter, ME, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York, NY, 1985

Shane, Scott Andrew 2003, 'The role of opportunities', in A general theory of entrepreneurship: the individual-opportunity nexus, E. Elgar, Northampton, MA, pp. 18- 35.

Wickham, Phillip A (2004) Strategic Entrepreneurship, 3rd edn, Prentice Hall, Harlow

Zimmerer, Thomas W., Scarborough, Norman M. & Wilson, Doug 2007, 'Inside the entrepreneurial mind: from ideas to reality', in Essentials of entrepreneurship and small business management, 5th ed., Prentice Hall, Upper Saddle River, N.J., pp. 41-59.

Web links will be made available via the online course site. A sample includes:

 
 
 
/  
 
 
 
 

This course is offered in a blended learning mode with face to face lectures as intensives and additional resources and activities available online.

The University expects full-time students (i.e. those taking 12 units per semester) to devote a total of 48 hours per week to their studies. This means that you are expected to commit approximately 9 hours for a three-unit course or 13 hours for a four-unit course, of private study outside of your regular classes.

Module               Topic                                                                                      Activity/Readings

Introduction  Introduction to the course and participants
Module 1       Nature of International Entrepreneurship and Innovation                 Reading 2, Chapter1
Module 2       The International Entrepreneurial process and mind                         Reading 2, Chapter 3
Module 3       Domestic vs International Entrepreneurship                                     Reading 1, Chapter 1,3, Reading 6
Module 4       Creativity and Innovation                                                                Refer lecture materials
Module 5       Generating and screening business opportunities                              Reading 3 Chapter 3,4
Module 6       Teams and Leadership                                                                     Refer lecture materials
Module 7       Born Globals and Incrementally Internationalising SME’s                   Reading 4,5
Module 8       Risk, structures and strategies. Export readiness                               Refer lecture materials
Module 9       Marketing, Feasibility and Business Plans                                          Refer lecture materials
Module 10     Intellectual property protection and International legal issues            Reading 1 Chapter 6
Module 11     Social and Environmental Entrepreneurship                                      Refer lecture materials
Module 12     Raising finance, harvesting and exit strategies                                  Reading 3: Chapter 13 (16,19)
Assessment/ Student Presentations.
Conclusion    Guest Speaker.

Assessment Task		Weighting	Learning Outcome
Multiple Choice Test	Online via MyUni	25%	1 - 5
Group Presentation	In Class presentation	30%	3 - 8
Interview or Case Studies	Refer to topic and word limit in My Uni	35%	1 - 8
Individual Participation and Group Contribution		10%	1 - 8
Total		100%

Due Dates : Please refer to MyUni

Students must complete all course assessment requirements and attend all lectures to be eligible to pass the course.

The assessment components are as follows:
(Pleae refer to MyUni for specific topic information)

Assessment 1: Multiple-choice test (instructions online)
Weighting: 25%
Due Date: Please refer to MyUni

Submission Details: Via Online Assignment Submission

Task: Complete the online multiple choice and short answer quiz via MyUni. Instructions Online.

Scope:
This will assess your knowledge, understanding, critical thinking skills, and application in practical business situations of the core theories that comprise the entrepreneurial process.

Length and Presentation:
Further instructions online.

Criteria by which your assignment will be marked:
Marked automatically on MyUni. Each individual question will be identified with the mark value. Certain identified questions will incur a negative mark for wrong answers.

Learning objectives: 1-5

Assessment 2: Group Presentation (Group assessment)
Weighting: 30%
Due Dates: Please refer to MyUni

Submission Details: Class presentation

Task: Prepare a presentation on the topic ientified in MyUni.

Scope: This exercise will assess your knowledge and understanding of how to apply the topics presented on entrepreneurship and innovation.

Length and Presentation: 15 minute presentation and 10 minute questions

Criteria by which your assignment will be marked:
The standards by which the assignment will be assessed include participation in the presentation, quality of presentation, critical thinking and participation as an investment panel.
• Demonstration of knowledge of subject matter
• Presentation skills
• Use of multimedia or other presentation tools
• Clarity of execution and organisation of information
• Participation of all group members
Learning objectives: 3-8

Assessment 3: Essay
Weighting: 35%
Due Dates: Please refer to MyUni

Submission Details: Via Online Assignment Submission in PDF format. Do not email. Create a file name that identifies you as the author ie Assignment1_studentnumber.pdf.

Task: Refer to assisngments section of MyUni

Scope:
This assignment will assess your understanding of the topic and the correct application of theories, concepts and frameworks and, if appropriate, the effective use of local and international research data to support your analysis and discussion.

Length and Presentation: Refer to MyUni

Criteria by which your assignment will be marked:
• Demonstrated critical thinking, including applications and examples in practice
• Demonstrated complete understanding of the assignment and the underlying concepts
• Demonstrated an appropriate writing style and correct academic referencing
• Demonstration of knowledge of subject matter
• Correct referencing

Learning objectives: 1-8

Assessment 4: Individual Participation and Group Contribution (Individual assessment)
Weighting: 10%
Due Date: Ongoing

Task:

To fully participate in all individual and group tasks and activities throughout the duration of the course. Participation will be evaluated based on students preparedness, interaction, in-class work (class and group work), and online interaction.

Scope:

This assessment will assess understanding of the course content presented and effort applied.

Criteria by which your assessment will be marked:
Provided by the lecturer in class.
Learning objectives: 1-8

All text based assignments must be submitted via the online course site. Please submit documents in a PDF format.
All text based assignments must be submitted via MyUni. Please refer to step by step instructions:
http://www.adelaide.edu.au/myuni/tutorials/

Presentation of Assignments
• Please must retain a copy of all assignments submitted.
• Please include as your first page an ‘Assignment Cover Sheet’, which is signed and dated by you before submission.
• All group assignments must be attached to a ‘Group Assignment Cover Sheet’, which must be signed and dated by all group members before submission. All team members are expected to contribute approximately equally to a group assignment.

Lecturers can refuse to accept assignments, which do not have a signed acknowledgement of the University’s policy on plagiarism.

Assignment Guidelines including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded fromhttp://www.business.adelaide.edu.au/current/mba/download/2009MBACommSkillsGuide.pdf

This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations etc.
In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism. (Further information on plagiarism is provided later in this course outline.)
The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the Communication Skills Guide.

Further assistance with referencing is available from the Faculty’s Learning Support Advisors. The contact details are provided on page 6 of the Communication Skills Guide.

Late Assignment Submission
Students are expected to submit their work by the due date to maintain a fair and equitable system. Extensions will generally only be given for medical or other serious reasons. All requests for extensions must be emailed to the lecturer in charge of the course before the due date. Each request will be assessed on its merits. A late assignment (without prior arrangement) will be penalised by a 5% mark reduction for each day that it is late. Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.

Return of Assignments
Lecturer’s aim to mark and return assignments to students within two (2) weeks of the due date with written feedback. Students are responsible for collecting their marked assignments from either their tutorials or lectures. If assignments aren’t collected after two (2) weeks, the assignments will be available at the Student Hub for two (2) weeks. The remaining assignments will only be posted out to the students, if the correct mailing addresses are on the assignments.